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Working for nonprofit organizations offers the chance to build a successful career while making the world a better place or extending a helping hand to those in need. Nonprofit groups have become widespread in recent years, and many of them employ the same types of workers who can be found at for-profit companies. But the ins and outs of the nonprofit world can be very different, especially since many nonprofit groups rely on donations and government grants to keep them operating. Nonprofit Organizations is essential reading for anyone who wants to establish a career in this field. Featuring b

"Managing Nonprofit Organizations offers a comprehensive treatment of the key topics in nonprofit management for practitioners, professors, and students in both graduate and undergraduate courses. This groundbreaking volume serves as both text and handbook and includes supplemental online materials and additional cases. The authors Tschirhart and Bielefeld (two of the top scholars in nonprofit management) bring theory and practice together in a cohesive way so readers are both informed and interested"--

"Managing Nonprofit Organizations offers a comprehensive treatment of the key topics in nonprofit management for practitioners, professors, and students in both graduate and undergraduate courses. This groundbreaking volume serves as both text and handbook and includes supplemental online materials and additional cases. The authors Tschirhart and Bielefeld (two of the top scholars in nonprofit management) bring theory and practice together in a cohesive way so readers are both informed and interested"--

AbstractAccountability, Performance Reporting, Comprehensive Audit:
An Integrated Perspective, by Guy LeClerc, W. David Moynagh,
Jean‐Pierre Boisclair, and Hugh R. Hanson. Ottawa:
CCAF‐FCVI (Canadian Comprehensive Auditing Foundation‐
Fondation Canadienne pour la Verification Integral),
1996. 373 pp., $85.00 (Canadian, plus shipping) cloth.
Managing for Accountability: Preserving the Public Trust in
Public and Nonprofit Organizations, by Kevin P. Kearns. San
Francisco: Jossey‐Bass, 1996. 255 pp., $27.95 cloth.

Organizational governance has become a popular and important topic in the nonprofit sector literature. This review focuses on the governance of non-membership, paid-staff nonprofit organizations (also called nonprofit agencies), which are characterized by a hierarchical structure, where the board has the ultimate power and the responsibility to ensure that governance functions are carried out. Such agency boards are usually self-perpetuating, unlike the situation in voluntary membership associations, where the members usually elect the board. We contribute to the literature on the governance of nonprofit organizations in three major ways. First, we discuss research themes identified by previous review articles, analyze empirical and conceptual contributions from the recent nonprofit organization governance literature, and identify a number of governance challenges for nonprofit organizations. Second, we present a wide array of theoretical perspectives from different disciplines that may be useful when studying the governance of nonprofit organizations. From a practical viewpoint this is important, as it may assist researchers in the theoretical framing of their papers and help them in the formulation of theory-based hypotheses. Third, we integrate a number of theoretical perspectives by using a paradox perspective. We focus on four important contemporary governance challenges in nonprofit organizations: (1) stakeholder accountability, (2) environmental dependence, (3) volunteer reliability, and (4) board group dynamics. By using a multi-theoretical approach to analyze the ambiguities, paradoxes, and dilemmas associated with these governance challenges, we provide more general theory-based frameworks for the governance of nonprofit organizations than currently available in the literature.

Innovation as the driving force behind the economic growth of high‐income countries has almost exclusively been researched for the private enterprise sector. Nonproft organizations as a growing sector also have to be assessed for their contribution. They are first grouped by their different outputs (proximity to public versus private good provision). Next, for each output group fields of activities are identified, which exhibit differences in management regimes and incentive structure. This leads to hypotheses (and some empirical evidence) on innovative behavior and on barriers to innovation. The result: Their potential for contributing is far from being fully used.

Nature of nonprofit organizations -- Framing strategic choices -- External environment -- Internal capabilities -- Public benefit strategies -- Analysis of the task environment -- Corporate strategy, structures, and planning -- Service strategies -- Social and political strategies -- Financial resource strategies -- Inter-organizational relationships -- Strategic leadership